Why Do Employees Underperform?

I agree with you on the need for standard work. In addition to this having visual control boards in place (a form of standard work I guess) can also help since once a person or team falls behind, the supervisor should be able to quickly see this by looking at the production board. Once this occurs the supervisor can either jump in and help out or go and get others to come and help.

Ron,
I think my employees could do more than 9 – 30 minute tasks in 8 hours. Asking them to do only 9 would show lack of respect for their work effort.

Not to nit-pick, but your Industry Week link is not what you intended. http://www.industryweek.com/

Ron/
It’s always puzzled me why people seem so gullible about these “surveys” where ‘workers’ are asked to self-report reasons for failure to perform. Humans are hard-wired at the factory to respond in whatever ways do not make them look bad or deflect any criticism, etc.

In anything worth doing that requires groups or teams to produce an intended outcome, you can have either ‘Results’ or ‘Reasons’. These types of surveys glorify and sanctify reasons – read excuses – and tend to make a sincere ‘Reason’ essentially as good as a real ‘Result’.

Even multiple grains of salt don’t work … to me, these sorts of ‘surveys’ are just a lot of bovine excreta.
/Dr. P

Lester/
Your comment is much appreciated. My particular example of hard-wiring applies only to the situation where people will avoid taking responsibility for their results when the objective is not reached.
People are also hard-wired to contribute their best and this is what we tap into when problem-solving in a team.
Both ‘wirings’ are at work and to me the game is to focus on the contribution side but not be gulled by the shuffle and weave side.
/Dr. P

Hi Ron,

I’ve always felt that the primary role of a leader is that of a motivator and enabler. If you want the most efficiency from your employees you not only have to give them a reason (beyond the threat of losing something, like a job or bonus) to work, but also provide them with the tools and environment that is conducive to their success. All too often I think managers fail to do either, and jsut take the “get er done” attitude towards their workers without providing the inspiration, tools or processes to set them up for success. This invariably leeds to low morale, low efficiency and high rates of failure.

Just my 3 pennies worth…

Chris

Dr P.
I appreciate your response. One issue is that many workers do not feel enabled, so we need to understand their hesitancy to accept responsibility. Once they know they can make a difference as you said, they dig in and contribute. I also find the surveys and charts suspect unless I have the details of all the questions and the analysis.